July 2010
Email the Editor:
[email protected]
TABLE OF CONTENTS
 From the Editor
 Last Alarms
 Taking Care of Our Own
 HQ Staff News
 On the Job - Indiana
 On the Job - Hawaii
 On the Job - Mayport
 Gang Awareness
 Special Retirement News
 Get Involved
 New Trainer
 ALS Alert
 Extinguisher Failure
 Health Care
 Rules of Engagement Poster
 Wellness and Fitness
 Privacy Concerns
 Public Education on Guam
 Health News
 Useless Information
 USFA News
 Office Humor
 ESAMS Corner
 Navy F&ES POCs
 News Distribution
 Job Links
OMNI CEDO DOMUS
Vol 8
No 7
From the Editor
Russ (not his real name) was a fitness fanatic and a decent firefighter who was
totally devoted to his new wife and their four year old boy. He had celebrated his
53rd birthday a few weeks before and had just returned from a family trip up north
the night before. He was in bed horse playing with his wife and son early that
Saturday morning and felt like having a cup of coffee or maybe a glass of milk.
His heartburn was acting up; at least that was his complaint to his wife as he
headed to the kitchen.
Russ never made it to the coffee pot; the heart attack was so severe the doctors
said he was probably gone before he fell.
Russ had undergone his annual physical a few weeks before his birthday and
nothing unusual surfaced. He worked out on a regular schedule being sure to
cover every muscle group as well as his flexibility and aerobic capacity. He
hadn’t had a drink in years and, with the exception of a stray cigar every now and
then, had quit tobacco long before that. He looked much younger than his years.
And then he was gone.
You probably think this is another of my essays about wellness and fitness which
it could easily be, but I want to talk to you about readiness instead. Sometimes a
person can do everything according to the book and still lose the battle with Odin.
Think Jim Fixx.
As the song says, “no one’s getting out of here alive”.
This is a cautionary tale based on a true story and each one of you needs to pay
close attention.
You see, Russ was unconditionally devoted to his family and he was a journeyman
firefighter who performed his job well but was not as “ate up” as some. He
sometimes let things slide and sometimes seemed like he had more important
things on his mind. Some called him lackadaisical.
Russ was also somewhat estranged from his parents after his most recent marriage.
The folks did not endorse his choice and were not shy about letting him and his
new bride know how they felt. They did, however, adore their new grandson.
Russ had made his parents his beneficiary shortly after his last marriage ended and
was always meaning to change that when he remarried. He would take care of it
on his next Kelly Day. Unfortunately for Russ’s new wife, he waited for one too
many Kelly Days and when he passed away the drama began.
Supporting the Fleet, Fighter, and Family
From the Editor
(Cont.)
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2
His parents were the legal beneficiaries and had no intention of sharing any of the
assets with the new bride. It was all very ugly and in the end she was equally
unyielding and was ultimately left destitute. A very sad story given that everyone
knew this was the opposite of what Russ would have wanted.
Do you need to update your beneficiaries? What is the plan for your loved ones
when you are gone? Do you have a plan? Do they know what it is? We all
know about the Public Safety Officers Benefits program, but do the people who
depend on you know?
The best thing you can do to insure your final wishes are carried out and your
loved ones are taken care of when you’re gone is to be ready - don’t get ready.
The internet contains tons of estate planning information and I encourage you to
do your own search. Here is a checklist of 25 things you can do to get your estate
in order from Dallas attorneys Webb and Webb. Take a lesson from my friend
Russ and make sure your final wishes are known and those you care about are
taken care of when you go.
-Rick
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What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
3
Last Alarms
Last Alarms
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To date, 46 deaths were reported for 2010. The following line of duty deaths were
reported since we published our last issue:
+
Steven Crannell 
Age: 47
Guthrie Center, IA
Charles Flintom
Age: 61
Greer, SC
Richard Springman 
Age: 20
Trout Run, PA
Frank Fouts, V 
Age: 37
Kankakee, IL
Douglas L. Smith 
Age: 50
Williamstown, PA
Steven Velazquez
Age: 40
Bridgeport, CT
Thomas Araguz III
Age: 30
Wharton, TX
Charles Hornberger 
Age: 60
Milmont Park, PA
Michel Baik
Age: 49
Bridgeport, CT
2010 Totals
 25 (54%)  6 (13%)
 Indicates cardiac related death
 Indicates vehicle accident related death
TCOoO Update
Taking Care of Our Own
Check with your Fire Chief if you wish to make a leave donation.
There are currently five DoD firefighters in the Taking Care of Own program.
Name
Christopher Capps
Gregory Feagans
Paul Hartman
Joey Tajalle
Kurt McDonald
HQ Staff News
Location
Fort Sill, OK
NIOC Sugar Grove, WV
NIOC Sugar Grove, WV
NAVBASE Guam
SUBASE New London, CT
Point of Contact
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
John Smithgall Joins CNIC HQ Staff
John Smithgall joins the Navy F&ES staff at HQ CNIC as
our new Fire Protection Specialist. He was most recently
the Assistant Chief of Training at Guantanamo Bay, Cuba.
John has served at numerous locations including NAS JRB
Willow Grove, PA, Navy Region Mid-Atlantic, and
Guantanamo Bay. He worked with the implementation of
ESAMS from the Safety Program for the Naval Reserve
Commands to the current system that includes the Fire &
Emergency Services data. He was also involved with all
types of live fire training and training props throughout his career. John holds a
Bachelor of Science degree in Hospitality Management and will be managing the
MAFTD and training device programs.
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What’s Happening
Welcome aboard John!
Navy Fire & Emergency Services Newsletter
July 2010
4
On the Job Indiana
Confidence and Survival Training at NSA Crane
Naval Support Activity (NSA)
Crane Fire and Emergency
Services conducted confidence and
survival training using Mid-West
Region's Self Contained Breathing
Apparatus (SCBA) Trainer. In
addition to confined space and
general SCBA training, firefighters
also receive training on escape
measures.
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Firefighter Mike Pennington and
the staff of Station 2 added additional props to challenge and familiarize
firefighters with a variety of hazards that can be encountered during interior
operations. They designed a stud wall and entanglement hazards that bolt to
existing holes on the interior of the trailer. The stud wall challenges
firefighters to work their way through the course and provides the ability to
add fire stops for an even more confined means of egress. Other props include
numerous entanglement hazards and a significant change in elevation.
Firefighter survival and bailout training was also conducted. Bailouts were
performed head first onto a ladder and firefighters were required to work down
the ladder and encouraged to try to reach the end both head first and after
conducting a mid-ladder spin to upright themselves. Using the same elevated
window for an exit, the staff bailed out using a Personal Escape Device (PED)
and a halligan tool for an anchor point. This training was a welcome refresher
to most of the staff and introduced some new concepts to more recent hires.
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The props facilitate additional
training scenarios that can be
incorporated into the schedule.
The diversity of this trailer offers
great enhancements to the
capabilities of the training program
and raises the drive and initiative
of NSA Crane firefighters.
NSA Crane Fire and Emergency
Services provides fire prevention,
protection and suppression support
as well as emergency medical services to the tenants of the Naval Support
Activity; including Naval Surface Warfare Center Crane Division and Crane
Army Ammunition Activity. NSA Crane occupies nearly 64,000 acres in
southwestern Indiana and is the third largest Navy installation in the world and
second largest in the continental United States.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
5
On the Job Hawaii
Emergency Medical Services Expand on Oahu
By Victor Flint, Battalion Chief
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Rear Admiral Dixon Smith, Honolulu Mayor Mufi
Hanneman, and Navy Region Hawaii Fire Chief
Glenn deLaura at signing ceremony.
Honolulu Mayor Mufi Hannemann
and Navy Region Hawaii Commander
Rear Admiral Dixon Smith signed a
memorandum of understanding for the
new mutual aid Emergency Medical
Services agreement between the Navy
Region Hawaii Federal Fire
Department and City and County of
Honolulu's Emergency Medical
Services (EMS) Division. The signing
ceremony took place on June 28 in the
Mayor's conference room at Honolulu
Hale.
“This mutual aid agreement will allow for the City and the Navy to support each
other in providing valuable and proficient pre-hospital care to those in need,” said
Mayor Mufi Hannemann. “It is partnerships like these that make it possible for the
City to continually ensure the health and safety of everyone in our community. “
The mutual aid agreement allows the City and Navy to assist each other to provide
coordinated and enhanced emergency care for military and civilian communities.
"I am very proud of the Navy Region Hawaii Federal Fire Department for
initiating this mutual aid agreement, and I appreciate the City of Honolulu for
joining in this partnership on behalf of our service members, civilians and
families, “said Rear Admiral Dixon Smith. “We look forward to working with the
City in continuing to provide safe, effective and efficient care in time of need.”
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In accordance with the agreement, City EMS will continue to provide resources
and personnel to medical emergencies originating on military installations when
requested by the Regional Dispatch Center at Pearl Harbor. City EMS will fulfill
the request as long as it does not adversely affect its primary response duties. In
turn, the Federal Fire Department agrees to provide EMS services to civilian
communities when Navy EMS services are the nearest resources available and
when so requested by City EMS as availability of federal assets permit.
The Honolulu Emergency Services Department consists of the Emergency
Medical Services Division, which provides emergency ambulance services on
Oahu, and the Ocean Safety and Lifeguard Services Division, whose water safety
officers protect beachgoers on Oahu’s beaches.
The Navy Region Hawaii Federal Fire Department is a multi-service organization
that provides comprehensive fire and emergency services to Army, Navy, Air
Force, Marine Corps and Coast Guard installations on the island of Oahu.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
6
On the Job Mayport
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Mayport Fire Supports Marine Corps
On 30 June 2010, Naval Station
Mayport Fire Department
assisted the Blount Island Naval
Depot in reservicing two
refurbished US Marine Corps
P-19A ARFF vehicles. The
vehicles are being outfitted to
support the war effort overseas.
The Marines asked the firefighters to recharge the Halon 1211 extinguishing
system since it required special reservicing equipment. These two vehicles
will now be able to provide fire protection wherever the Corps needs them.
Gang Awareness Gang Awareness for First Responders
According to the National Gang Threat Assessment released last year, "gangs
pose a serious threat to public safety in many communities throughout the
United States." Prepared by the Department of Justice, this assessment states
that gang members are progressively moving from urban to suburban areas and
are responsible for a growing percentage of crime and violence in countless
municipalities. (Note: The 2010 National Gang Threat Assessment is not yet
available.)
When researching the current status of gang violence, particularly how it
affects Emergency Services Sector (ESS) personnel, the Emergency
Management and Response--Information Sharing and Analysis Center (EMRISAC) examined "gang awareness tips for responders" found in an article at
EMS1.com. The EMR-ISAC abbreviated and summarized some of the key
tips as follows for the consideration of ESS departments and agencies:
 Become knowledgeable about gang culture, mindsets, appearance, operations, and the
dangerous settings within respective jurisdictions.
 Observe "condition indicators" and conduct a "scene size up" when arriving at incidents in
known or suspected gang areas.
 Make note of the following examples of "condition indicators" upon arrival at the incident:
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graffiti (color, symbols, letters); clothing (styles, colors, display manner, jersey numbers);
jewelry (signs, symbols); and tattoos (placement, symbols, color, style, words, letters).
 Never rely on just one "indicator" when developing a plan of action in a setting where gangs
are known or suspected to exist.
 Remain aware that first responders may be targeted because gang members may take
exception to lifesaving measures.
 Designate a response team member to perform an active "watch" to ensure the safety of
team personnel executing mission-essential tasks.
More information about the gang threat to emergency responders can be seen
at the second article in EMR-ISAC INFOGRAM 16-10 (April 22, 2010).
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
7
Special
Retirement
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AFGE Outlines the Issue
By Sandra Sue Adams-Choate, Legal Counsel to the AFGE Firefighters Council
Beginning well over a year ago, many DoD firefighters who wanted to retire or
who had reached the mandatory retirement age of 57, were being told that they
lacked service credit to be eligible to retire under the special firefighter
retirement provisions of CSRS and FERS. These firefighters occupied
firefighter positions; their PD’s indicated they were in “covered” positions; and
they had consistently been paying the additional retirement contributions
required by those in “covered” positions so it was not readily apparent as to why
they were deemed ineligible.
[Firefighters] were being told that they lacked service credit to
be eligible to retire under the special firefighter retirement
The AFGE Firefighters Council included this item in its Action Plan completed
in August 2009 and since that time, it has been diligently working toward a
resolution of the problem and we believe that good faith efforts are now being
made to address this situation.
What positions qualify a firefighter for retirement under the special retirement
provisions of either CSRS or FERS?
Both retirement systems have special provisions for firefighters. To start with,
you must ask “who is a firefighter”. The definition is different under each
system. Under CSRS, a firefighter is an:
“…employee, the duties of whose position are primarily to perform work directly
connected with the control and extinguishment of fires or the maintenance and use
of firefighting apparatus and equipment, including an employee engaged in this
activity who is transferred to a supervisory or administrative position;…” (5 USC
8331 (21))
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Once federal employees were brought under Social Security, a new retirement
system needed to be developed for federal employees for the reason that if it
were not, then employees hired after SS coverage was mandated would have
been forced to contribute approximately 7% to SS and 7% to CSRS while
employees hired before 1984 would only be contributing 7% to CSRS.
Clearly this would have been inequitable as well as deemed punitive by
employees. So, a new retirement system, FERS, was designed and passed into
law. Needless to say, I’ve been around a long time and I was intimately involved
in the design and passage of FERS. At that time, it was clear that the
Administration as well as many members of Congress was opposed to the special
retirement provisions but we fought hard and prevailed. However, the definition
of a firefighter was changed.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
8
Retirement
(Cont.)
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Under FERS, a firefighter is an:
(A) an employee, the duties of whose position –
(I) Are primarily to perform work directly connected with the control and
extinguishment of fires; and
(II) Are sufficiently rigorous that employment opportunities should be
limited to young and physically vigorous individuals, as determined by
the Director considering the recommendations of the employing
agency; and
(B) an employee who is transferred directly to a supervisory or administrative
position after performing duties described in subparagraph (A) for at least 3
years;…” (5 USC 8401 (14))
Not only does FERS change the definition of a firefighter but it also imposes
the additional requirement that in order to be eligible for special retirement,
firefighters who move to a supervisory or administrative position must serve a
minimum of three years in a position performing rigorous duties and both
CSRS and FERS require that the move from what is often referred to as a
“primary” or rigorous position to a secondary position must be without a break
of more than three days in service.
The rest of this discussion will focus primarily on the FERS provisions
applicable to firefighter retirement for the reasons that (1) most firefighters are
now under FERS rather than CSRS and (2) it is the more stringent FERS
definitions and requirements for eligibility that are at the root of the current
problems.
The regulations implementing the FERS statutory provisions further clarify the
firefighter special retirement provisions. They are found at 5 CFR Part 842.
First, 5 CFR 842.802 provides various definitions which are key to
understanding the so-called firefighter retirement. Under that section, a
“Firefighter” is defined as an:
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“…employee occupying a rigorous position, whose primary duties are to perform
work directly connected with the control and extinguishment of fires, as provided
in 5 U.S.C. 8401(14). Also included in this definition is an employee occupying a
rigorous firefighter position who moves to a supervisory position and meets the
conditions of §842.803(b).”
Review of this definition is in and of itself enlightening with respect to the
current debate. The definition refers to a “rigorous position”. However, this is
a regulatory definition and cannot override a statutory definition and as cited
above, the statutory definition talks about “duties that are sufficiently rigorous”
but this contradiction is somewhat mooted by the regulatory definition of
“Rigorous position” which is that it:
“…means a position the duties of which are so rigorous that employment
opportunities should, as soon as reasonably possible, be limited (through
establishment of a maximum entry age and physical qualifications) to young and
physically vigorous individuals whose primary duties are – (a) To perform work directly
connected with controlling and extinguishing fires;…” (5 CFR §842.802).
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
9
Retirement
(Cont.)
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It is also in the definition section that a distinction is made between primary
and secondary firefighter positions. A primary position means one where the
duties are “…paramount in influence or weight, that is, constitute the basic
reason for the existence of the position….” (5 CFR 842.802). This goes handin-hand with the manner in which the Position Classification Standard for Fire
Protection and Prevention Series, GS-0081 was been developed and published
by OPM. Specifically, it is stated at page 2 of the standards that “…if the
position does not have a primary requirement for firefighting knowledge and
skills, the position must be classified using other standards.”
Next, again relying on OPM’s determinations as set forth in the GS-0081
classification series, all nonsupervisory firefighter positions including the socalled parenthetical positions appear to meet the first part of the definition of a
“primary position”. This is because (1) the introduction to the GS-0081 series,
as pointed out above, requires the primary duties of the position to be
firefighting and it recognizes the “arduous” nature of the duties to be
performed and (2) each successive nonsupervisory position specifies that the
incumbent will perform…in addition to the duties of an entry-level firefighter,
etc.
The GS-0081 series makes it clear that work leader positions are considered to
be nonsupervisory. This would include lead firefighters. It also makes clear
that for other positions where the title might sound as though it is a supervisory
position, and hence, a secondary position, it is the duties that clearly define the
type of position it is. Again, the definition section of 5 CFR Part 842, provides
insight. First-level supervisors are defined as those supervisors “…who have
direct and regular contact with the employees they supervise. First-level
supervisors do not have subordinate supervisors….” (5 CFR §842.802). This
definition encompasses many Crew Chief and Station Captain positions but in
order to make a final determination of whether their positions are primary or
secondary, the duties performed by individuals occupying those positions have
to be examined to insure that their primary duties are the control and
extinguishment of fires. If so, then it can be said that they occupy primary
positions.
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With respect to fire protection/inspection positions, again an examination
would have to be made to determine the nature of the duties they are required
to perform. While most of these positions would be deemed to be secondary,
many could be primary if the duties are primarily the control of fires and are
sufficiently rigorous to satisfy the definitional standard.
Secondary positions are defined for firefighter retirement purposes under the
FERS regulations as being clearly in the firefighting field and which are either:
“(1) Supervisory, that is, a position whose primary duties are as a first-level
supervisor of…firefighters in rigorous positions; or (2) Administrative, that is, an
executive, managerial, technical, semiprofessional, or professional position for
which experience in rigorous…firefighting position…is a mandatory prerequisite.”
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
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Retirement
(Cont.)
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What is described above indicates that the duties of a position are paramount in
making the determination that a position is (1) a firefighter position and (2) if it
is a firefighter position, whether it is a primary or a secondary firefighter
position. However, the statutory provisions also require two other factors to be
met. The first is that employment opportunities for firefighters must be limited
to young individuals. Pursuant to 5 U.S.C. 3307, DoD and most other agencies
have established a maximum entry age for firefighters (age 37) so this poses no
problems at this time.
The second statutory requirement is that the employment opportunities be
limited to “physically vigorous” individuals. We believe this statutory
requirement is met by the requirement that applicants for firefighter position
must meet medical standards and must continue to meet those standards
throughout the time they occupy a position.
Most of the above pertains to “positions” and to applicants for positions. What
is important is to be aware that the time an employee occupies a firefighter
position may not make that particular individual eligible for retirement under
the firefighter provisions. To be eligible under FERS, an individual must have
25 years of service or be at least 50 years of age and have 20 years of service in
a firefighter position. In addition, if that individual is in a secondary position,
he/she must have completed at least 3 years of continuous service in a primary
position and then moved to a secondary position without a break of more than
3 days. (5 CFR §842.803).
How is approval for coverage under the firefighter provisions obtained?
OPM has the statutory authority to make the determination that a position is a
“covered” position but it has delegated this responsibility to the Agencies. 5
CFR §842.803 provides in pertinent part:
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“Agency head means, for the executive branch, the head of an executive agency
as defined in 5 U.S.C. 105;….For the purpose of an approval of coverage under
this subpart, agency head is also deemed to include the designated
representative of the head” who “…for provisions dealing
with …firefighters, …must be a department headquarters-level official who
reports directly to the executive department head, or to the deputy department
head, and who is the sole such representative for the entire department. For the
purpose of a denial [of] coverage under this subpart, agency head is also
deemed to include the designated representative of the agency head, as defined
in the first sentence of this definition, at any level within the agency.”
5 U.S.C. 105 refers to “Executive Departments” which means retirement
coverage determinations for firefighter positions is delegated to DOD and not
to the service components.
What is the cause of the current problem?
In a nutshell, for years position descriptions for various firefighter positions
were routinely submitted through the chain of command for approval as being
“covered” for firefighter retirement eligibility. There was no standardized
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
11
Retirement
(Cont.)
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methodology for determinations and no one seemed to pay particular attention
to what duties were actually being performed by firefighters. After OPM
amended the GS-081 series to recognize that the performance of certain
HazMat and EMS duties was grade controlling which it did by creating the socalled “parenthetical” job titles, e.g. Firefighter (Haz/Mat Technician), most of
the service components issued new PD’s for their firefighter positions. They
coded by PD’s and SF-50’s indicating that the positions were “covered”
positions and the incumbents continued to pay the additional retirement
contributions required for firefighter retirement eligibility. However, few of
these positions had ever been officially approved by DoD’s designated agent
(DoD General Counsel) as either firefighter primary or secondary positions.
A few years later and after the change in top DoD personnel, the problem came
to the fore. Firefighters who had reached the mandatory retirement age or who
wanted to retire voluntarily believing they had sufficient service credit, were
being told that they were ineligible to retire because they had not occupied a
position approved for firefighter retirement coverage for the past few years. At
first the problem seemed to be mostly an Army problem but it soon became
apparent that some firefighters employed by the other service components also
were being told that lacked service credit. The Army problem was more
widespread simply because in the past, they had attempted to obtain coverage
approval for positions based on grades rather than on the duties of the position.
What is being done to correct the problem?
By January of 2010, it appeared that there were perhaps over 1,000 firefighter
positions affected and as more and more firefighters either faced retirement,
wanted to retire, or simply became aware of the problem, the number of
affected positions seemed to grow daily. And, as the numbers grew, so did the
number of individuals and groups who wanted to solve the problem.
Unfortunately, many of those neither understood the statutory and regulatory
provisions pertaining to the firefighter retirement provisions nor did they
understand the duties performed by firefighters or the organizational chart for
fire departments. This led to Congressional inquiries, threatened enforcement
actions and other actions all of which neither solved the problem nor sped up
resolution.
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The AFGE Firefighters Council’s Executive Committee discussed this problem
in August 2009 and included it in its action plan. Since that time, it has
diligently pursued resolution. Most recently, it prepared a background paper
for the DoD F&ESWG for use by the F&ES Program Managers. That paper
clearly defined the problem, set forth the statutory and regulatory requirements
to be met for position coverage approval and suggested a course of action to be
taken.
Next, at the AFGE Firefighters Council’s urging, the DoD F&ESWG met with
representatives from CPMS. Approval for coverage must be submitted from
the service components to CPMS who reviews and recommends and then
forwards to PPS for final review and then to DoD’s General Counsel for final
approval. CPMS has prepared and issued to each service component explicit
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Navy Fire & Emergency Services Newsletter
July 2010
12
Retirement
(Cont.)
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“Guidelines for Requesting Special Retirement Coverage for a Firefighter (FF)
Position”. It has put together a team of 15 or so individuals to deal with the
current back-log and it has prioritized the pending cases. Those who are facing
mandatory retirement are moved to the top of the list followed by those who
have indicated they desire to retire followed by all other cases. Once a package
is submitted to CPMS, the processing time is about 30 days before it is sent to
PPS and then to the General Counsel—the whole process taking 30-60 days. In
addition, the DoD General Counsel has approved an extension of time for those
facing mandatory retirement coverage.
What next and what can or should you do?
CPMS has requested the service components (Manpower) to identify priority
cases, e.g. those facing mandatory retirement followed by those who have
indicated their desire to retire. CPMS also requested that the service components
not send any totally new position descriptions for approval until such time as the
current back-log is well under control.
The AFGE Firefighter Council will continue its work with the DoD F&ESWG in
resolving this problem. It recognizes that there are some issues that are raised by
the current actions being taken and it will endeavor to insure that those issues are
properly and promptly resolved. This is not a problem that will be permanently
fixed and it will require the Council’s constant attention and action.
The F&ES Program Managers are currently tasked with developing a career
roadmap for firefighters. They will coordinate their efforts so that there will not
be significant differences between the service components. Once that is done,
the AFGE Firefighters’ Council will work toward F&ESWG’s development of
position templates that can be utilized at every installation so that all firefighter
position descriptions will resemble one another and contain the elements
necessary to obtain approval for firefighter retirement coverage. It is envisioned
that such templates will set forth the basic duties of a position and indicate where
installation mission-specific duties should be set forth.
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Every firefighter should determine whether the position they currently occupy as
well as all former positions occupied have been approved for coverage under the
firefighter retirement provisions. This can be done by contacting your local HR
who can assist you. The coding on personnel actions and on PD’s is not
sufficient. There must be an approval letter. If your position has been approved,
then no problems should arise unless your PD is changed. If any position you
occupied was not approved, then you must work with your HR to move an
approval request up through the chain of command.
If you are waiting for approval and want to know where your package is, then
you should start with your HR who should be able to find out is your package
has been forwarded to CPMS. If it has, then final action should be taken and
notification received within 30-60 days.
Unfortunately, the Firefighter Council website is down (a problem we are
currently working on) so if you have further questions, you can email: Tina
Bryant: [email protected]; Jeff Hartley: [email protected]; or
Sandy Choate: [email protected].
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
13
Get Involved
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IAFC Committees and NFPA Representative
The IAFC is now taking applications from IAFC members interested in serving
in the following roles.
IAFC Committee Members
The IAFC seeks members to serve on the Human Relations, Program Planning
and Hazardous Materials Committees. Applicants must demonstrate
background/expertise pertinent to the work of the committee as detailed below.
The committee chair will review all candidates before passing his/her
recommendations to IAFC President Jeff Johnson and 1st Vice President Jack
Parow, who will approve the final appointments. It is the IAFC's intent, to the
extent possible, to balance all committees geographically and ensure diversity of
representation.
Human Relations Committee
The Human Relations Committee promotes, enhances and improves valuecentered human relationships within the IAFC. It identifies human relations and
diversity issues and develops and promotes solutions to help the fire and
emergency service achieve a diverse work force. The vision of the committee is
that the fire service will actively embrace an open, respectful, diverse workforce
that is responsive to the needs of a changing environment. The committee works
toward a goal of fostering inclusiveness, respect, integrity, courage, fairness,
equity, ethics, empathy and honesty in the fire service.
Program Planning Committee
The IAFC Program Planning Committee develops a comprehensive, entertaining
and informative educational program for the annual Fire-Rescue International
conference. Each year, the committee develops a call for papers and then
evaluates presentation proposals to determine applicability to the conference
audience, as well as quality and level of material submitted. The committee
searches for and reviews proposals for the keynote and educational keynote
speakers and makes speaker recommendations to the IAFC president.
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Hazardous Materials Committee
The IAFC Hazardous Materials Committee
 serves as the IAFC subject matter experts regarding hazardous materials and dangerous
goods.
 monitors and identifies trends in the fire and emergency response community and industry
with regard to emergency response to hazmat incidents both nationally and
internationally.
 monitors and provides recommendations with regard to development of new equipment
and associated training and tactics.
 develops lessons learned from major incidents.
 advises the IAFC board on policy issues relating to hazmat response.
 works closely with Congress and executive-branch federal agencies to ensure that federal
law, regulations and policies are written and implemented to meet the needs of the IAFC
and chief fire officers.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
14
Involved (Cont.)
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The Hazardous Materials Committee also plays a major role in the planning of
the annual International Hazardous Materials Response Teams Conference.
To apply: Each applicant should submit a resume and a letter of interest
containing complete contact information and the name of the committee to
which you are applying to [email protected]. Your resume should provide
details demonstrating how you are qualified to serve on that committee.
Applicants must submit the requested paperwork no later than Friday, July 16.
New committee members will be expected to take their seats at FRI 2010 in
Chicago.
IAFC Representatives to NFPA
You don't need to have past experience on an NFPA committee to represent the
IAFC, but you do need to document appropriate experience related to the two
committees below:
NFPA 402 - Aircraft Rescue and Fire-Fighting Operations The IAFC is
looking for an alternate representative for NFPA 402: Guide for Aircraft
Rescue and Fire-Fighting Operations to provide back up for our principal
representative, Chief Robert G. Lindstrom, Jr. Read the scope of the committee
document.
NFPA 1221: Public Emergency Service Communication: Standard for the
Installation, Maintenance, and Use of Emergency Services Communications
Systems The IAFC is looking for a principal and an alternate representative for
this committee. This committee has primary responsibility for documents
relating to the operation, installation and maintenance of public emergencyservices communications systems.
To apply: If you wish to be considered for either NFPA appointment, send
your resume and letter of interest with your contact information to
[email protected] by July 31.
Find ongoing information online on the IAFC Committees webpage.
New Trainer
New Structural Trainer at Mayport
Back to Table of Contents
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
15
ALS Alert
Back to Table of Contents
Epinephrine Syringes Recalled
An FDA Alert was recently issued regarding a shortage of Epinephrine 0.1
mg/mL, emergency pre-filled syringes (Abboject Syringes) that are used to
treat cardiac arrest patients and patients suffering from anaphylactic shock.
This shortage affects the Epinephrine 0.1 mg/mL, 10 mL, LifeShield Abboject
pre-filled syringe with 1.5 inch, 21-gauge needle (NDC 00409-4921-34). The
concern is that the lack of availability of the Epinephrine pre-filled syringes
can cause serious or fatal medication dosage errors. There have been reports of
a number of fatal events due to dosage miscalculations.
Hospira (the sole manufacturer of emergency syringes) has Epinephrine 0.1
mg/mL Abboject emergency pre-filled syringes on back order and is working
to increase production in an effort to respond to the increased demand. The
company expects the shortage to be resolved later this summer. There are no
alternative manufacturers of Epinephrine 0.1 mg/mL emergency pre-filled
syringes.
The shortage of pre-filled Epinephrine emergency syringes may cause some
F&ES EMS Advanced Life Support (ALS) units to be supplied with either
intracardiac pre-filled syringes that have 3.5 inch needles attached or
Epinephrine ampules or vials that contain a more concentrated amount of
Epinephrine. Based on FDA review, these products may not be safe
alternatives in emergency vehicles, for the reasons that follow:
 Misuse of syringe with intracardiac needle: Epinephrine 0.1 mg/mL in 10
mL pre-filled syringes that have a 3.5 inch needle for intracardiac use,
which is not removable and is not compatible with needleless IV
tubing/systems. There are no adaptors to make Abboject intracardiac prefilled syringes compatible with needleless IV access systems. Attempting
to use this product for intravenous or endotracheal administration with the
needle attached or attempting to remove the needle may result in injury to
both patient and caregiver.
 Dose miscalculations: EMS providers may not recognize or understand the
Back to Table of Contents
difference between 1:1,000 (1 mg/mL) and 1:10,000 (0.1 mg/mL) strengths
and may miscalculate the medication dosage.
 Product concentration confusion with 30 mL multiple dose vials: The 30
mL vial more easily facilitates an accidental overdose by providing enough
volume of drug to allow 10-fold overdoses.
There is a possibility that your Region may be affected. It is recommended
that each Region and Installation review their inventory of Epinephrine 0.1
mg/mL Emergency Syringes 10 mL LifeShield Abboject syringe with 1.5 inch,
21-gauge needle (NDC 00409-4921-34) and consider taking the following
actions:
1. Communicate information about the shortage to your staff and medical
directors, and review for consideration recommended substitute products and
implement with medical director approval.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
16
Syringes (Cont.)
Back to Table of Contents
2. Provide dose conversion charts reflecting available Epinephrine
concentrations for drug boxes and post in areas (i.e., back of ambulance) that
Epinephrine is frequently used.
3. If using 1 mg/1 mL ampules or vials in lieu of emergency pre-filled
syringes, package the vial, diluent, and syringe in a clear plastic bag
prominently labeled with the drug name and strength. Include instructions on
preparing a dilution equivalent to a prefilled 1 mg/10 mL emergency syringe
(i.e., Epinephrine 1 mg - dilute in 9 mL of sodium chloride 0.9%).
4. Place auxiliary labels on intracardiac Epinephrine that warn against
intravenous and endotracheal use, and caution practitioners about the danger of
injury with attempted removal of the fixed needle.
Additional information concerning the shortage of pre-filled Epinephrine
emergency syringes is available from
www.fda.gov/Drugs/DrugSafety/DrugShortages
We encourage you to work with your BUMED logistic support elements and
Medical Directors to address any shortages you may have, or operational
impacts due to the shortage.
Extinguisher
Failure
Catastrophic Failure of Extinguisher
http://www6.jsc.nasa.gov/safety/Alert/main.asp
A non- NASA facility
experienced a fire extinguisher
cylinder failure. This particular
fire extinguisher had been
mounted on mobile equipment.
Back to Table of Contents
The investigation identified
areas of abnormal wear and
fatigue on the fire
extinguishers. This may have
been caused by bracket
hardware that was used to
mount the extin guisher to the
mobile equipment.
Fire extinguishers on vehicles, forklifts, and anything outdoors or mobile are
subject to more wear and fatigue than fire extinguishers in buildings. For this
reason, vehicle-mounted extinguishers need to be inspected for rust or damage
on a regular basis.
.
Check for proper mounting of fire extinguishers where bolts or hinges can
possibly rub on the extinguisher, creating a weak point. Check also for
corrosion on the extinguisher. Fire extinguishers are under pressure and must
be maintained properly to prevent a failure.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
17
Health Care
Back to Table of Contents
Health Care Reform
The U.S. Office of Personnel Management has been preparing to implement
the Affordable Care Act since the day it was signed into law. OPM wants
Federal employees, retirees, and their families to enjoy the benefits of this
landmark legislation as soon as possible, and is working on this with their
partners in the White House, Congress, HHS, and other agencies every day.
Under the Affordable Care Act, adult children up to age 26 will be eligible for
health insurance coverage. The effective date of this provision is the first day
of the plan year that is six months following enactment of the law. For the
Federal Employees Health Benefits (FEHB) Program, that means January 1,
2011.
Though OPM is eager to provide coverage to young adults prior to January 1,
the current law governing the FEHB Program specifically prohibits them from
doing so. Specifically, sections 8903(1) and 8901(5) of the US Code, dictate to
whom plans can provide coverage. The first section allows OPM to contract
with plans to provide health services to employees and members of their
families. The second defines family members to include "an unmarried
dependent child under age 22." Unfortunately, this does not allow flexibility
for FEHB plans to provide coverage to other adult children until the provision
in the Affordable Care Act becomes effective.
OPM is working diligently with the Congress to address this matter. In the
meantime, for children turning 22 there is an automatic 31-day temporary
extension of coverage. During this time, families can decide to continue FEHB
coverage for their adult child for up to 36 months through the Temporary
Continuation of Coverage (TCC) program. Under TCC, adult children can
continue their coverage by enrolling as an individual in any FEHB plan.
Though there is no Federal contribution toward the premium, the coverage
policy is not subject to underwriting or pre-existing condition exclusions.
Information about TCC is available at
http://www.opm.gov/insure/health/faq/tcc.asp.
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If you have a child turning age 22 and want to continue FEHB coverage under
TCC contact the Benefits Line at 888-320-2917 for counseling.
If you are currently enrolled in a self and family plan and your only dependent
was a child who turned age 22, you must make an election to a self-only
enrollment using the Employee Benefits Information System (EBIS). The
change is not automatic.
If you have questions about health insurance, life insurance, Thrift Savings
Plan or retirement call the Benefits Line at 888-320-2917 and select menu
option #4 to speak with a Customer Service Representative (CSR). CSRs are
available from 7:30 a.m. until 7:30 p.m., Eastern Time, Monday through
Friday, except on Federal holidays. The TTY number for the deaf and hard of
hearing is 866-328-9889.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
18
Safety, Health, and Survival Section Rules of Engagement Poster
Read the story about the creation of the poster on the FRI Blog: http://fri.iafc.org/
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
19
Wellness and
Fitness
Back to Table of Contents
Kidney Disease: Are You At Risk?
Chronic kidney disease – called kidney disease here for short – is a condition
in which the small blood vessels in the kidneys are damaged, making the
kidneys unable to do their job. Waste then builds up in the blood, harming the
body.
Kidney disease is most often caused by diabetes or high blood pressure
Diabetes and high blood pressure damage the blood vessels in the kidneys, so
the kidneys are not able to filter the blood as well as they used to. Usually this
damage happens slowly, over many years. As more and more blood vessels are
damaged, the kidneys eventually stop working.
Other risk factors for kidney disease are cardiovascular (heart) disease and a
family history of kidney failure. If you have any of these risk factors, you
should get tested for kidney disease.
Early kidney disease has no symptoms
That means you can’t feel that you have it. In fact, you might feel just fine until
your kidneys have almost stopped working. Don’t wait for symptoms. Blood
and urine tests are the only way to know if you have kidney disease. A blood
test measures your GFR and a urine test checks for protein. Learn more about
tests for kidney disease.
Kidney disease can be treated if detected early
The right treatment can help prevent further kidney damage and slow down
kidney disease. The earlier kidney disease is found, the sooner you can take
medications, called ACE inhibitors or ARBs, and other steps that can keep
your kidneys healthy longer. Learn more about how to keep your kidneys
healthy.
Kidney disease is progressive
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Kidney disease does not go away. Instead, it usually gets worse over time.
Kidney disease can turn into kidney failure, at which point dialysis or a kidney
transplant is needed. Kidney disease can also lead to heart disease. Learn more
about what happens if your kidneys fail.
Take the first step
If you are at risk, get your blood and urine checked for kidney disease.
Reprinted courtesy of the National Kidney Disease Education Program. For more information, please visit
www.nkdep.nih.gov.
You can set yourself up to be sick, or you can choose to stay well.
-Wayne Dyer
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
20
Privacy Concerns Protecting Personal Identifying Information
By CNIC Privacy Act Team
Back to Table of Contents
When a Department of the Navy activity reports a personally identifiable
information breach, it must include lessons learned in an after-action report.
Lessons learned are an important feedback mechanism and are used to shape
future DON privacy policy. The following information is a compilation of the
most frequently reported lessons learned.
1. Support And Involvement From Senior Leadership Is Key.
The Under Secretary of the Navy signed the memo: "Safeguarding Personally
Identifiable Information," dated 12 Feb 2010, to underscore the importance of
safeguarding PII as well as detail the actions being put in place to eradicate the
loss and compromise of PII. As a result, key DON leadership took immediate
action at subordinate levels to reinforce their support and need to improve
privacy safeguards across their respective areas of responsibility.
2. Aggressive PII Compliance Spot Checks With Corrective Action Taken
Are Very Effective.
Spot checks to ensure PII compliance must be performed and documented twice
a year with corrective actions taken by all DON commands. To assist them in
this effort, commands may adapt the DON Spot Check tool for their use.
3. Eliminate/Reduce The Use, Display And Storage Of All PII.
While many of the Department's business processes require the legitimate use of
sensitive PII, including Social Security numbers, there are significant and
unacceptable cases where sensitive PII should not be used, maintained or
collected. Convenience is not a valid excuse for the use of sensitive PII. Also,
DON policy prohibits storage of PII on any personal electronic storage device,
including laptops and cell phones/personal digital assistants.
4. Mark All Documents Containing PII With FOUO Privacy Sensitive
Warning.
As simple as this is, it is an effective tool in preventing accidental transmission
and disclosure of PII to individuals without a need to know. A best practice is to
attach a Privacy Act cover sheet to hard copy documents containing PII.
Back to Table of Contents
5. Ensure Shared Drive Access Permissions Are Established And Routinely
Checked.
Shared drives and web portals are useful tools to store and share information.
However, each command shared drive must be properly managed to ensure
personnel understand that indiscriminate posting of PII is not authorized. When
there is a need to post PII to a shared drive, access to those files must be strictly
controlled and routinely monitored for compliance. Problems often occur when
network maintenance causes the removal of access controls.
6. Special Care Must Be Taken When Moving, Closing Or Consolidating
Offices That Handle PII.
There continue to be more non-electronic breaches than electronic ones. Moving
or closing offices present challenges in the safeguarding of PII. A move plan
must include privacy considerations that prevent losses or compromise of PII.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
21
Privacy (Cont.)
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7. Closely Scrutinize Employees/Contractors Who Have Access To PII.
Insider threat is the most difficult breach to detect and prevent. While it
represents a small number of DON breaches, it appears to be a growing
problem. Managers must be vigilant and aware of the potential for this kind of
activity. Problems have occurred when disgruntled or fired employees continue
to have network access when the situation warrants an immediate suspension
or revocation.
8. Paper Documents And Hard Drive Disposal Methods Must Be Better
Defined And Tightly Controlled.
Problem areas include dumping paper documents containing PII in trash
receptacles, improperly disposing of paper in recycle containers and using
shredders that do not adequately reduce documents to an unrecognizable form.
Many personnel are not aware that many copiers and printers contain hard
drives that store significant data. Before those pieces of equipment are returned
to the vendor they must be properly sanitized. Or, if they are owned by the
government, they must be physically destroyed.
9. A Command Records Management Program With A Records Disposal
Schedule Is An Effective Tool For Reducing PII Breaches.
A good records management program removes the unnecessary collection of
PII when it is no longer needed. This is an underutilized program that pays big
dividends in the safeguarding of PII.
10. Campaign Continuously To Increase PII Awareness.
The importance of the proper handling and safeguarding of PII cannot be
overstated. The message must be championed by leadership and all those who
safeguard privacy information.
http://www.doncio.navy.mil/ContentView.aspx?ID=1832
Public Education Only on Guam
Back to Table of Contents
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
22
Health News
MRSA Occurrences Higher in Firehouses
By Mary Rose Roberts
Back to Table of Contents
A University of Arizona study found high levels of Methicillin-resistant
Staphylococcus aureus (MRSA) bacteria in Tucson Fire Department stations,
said Kelly Reynolds, associate professor of environmental health sciences at
the university’s Zuckerman College of Public Health. MRSA is a potentially
deadly infection that shows up as a rash and is caused by a strain of staph
bacteria that can become resistant to antibiotics.
“Ten percent of the sites in the firehouse were positive for MRSA,” she said.
“That is much higher than what we see in office buildings and individual
homes.”
Researchers took 500 samples from nine Tucson firehouses, testing different
surfaces inside stations, training sites and offices of emergency medical
responders. Reynolds said sites were sampled every five days for a total of 10
times over a period of two months. They found the highest prevalence of
MRSA bacteria on the couches, classroom desks and commonly touched office
surfaces, she said.
Reynolds said it is unknown why there is a higher incident of MRSA in
firehouses, but it may be because firefighters come in contact with patient
populations that are common carriers of MRSA, such as the elderly, prisoners
and the homeless. To reduce the spread of infection, she said fire departments
need to put into place preventative measure, such as having hand sanitizers
available at the firehouse, encouraging hand-washing after runs and regularly
disinfecting surfaces.
“Firefighters need to make sure when they come back from calls that they
don’t bring their contaminated equipment — such as shoes and clipboards —
into the station house,” Reynolds said. “They also should designate clean and
dirty areas, clean being the areas where they sleep and eat. That’s the area
where you really don’t want to have dirty clothes, dirty shoes and dirty
equipment.”
Back to Table of Contents
Useless
Information
The research, published in the American Journal of Infection Control, is the
only published study to date on MRSA contamination in fire stations, she said.
What Song Is This From?
“Nowhere you can be that isn’t where you’re meant to be.”
This is beginning to take on a life of its own. We had another 13 guesses to
last month’s lyric and nearly half correctly guessed Last by Nine Inch Nails.
There were some interesting guesses, many from the Transformers soundtrack.
This month should be extremely easy for any Baby Boomer.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
23
USFA News
Cochran Speaks About His Return to Atlanta
By Janet Wilmoth
Back to Table of Contents
June 17 was Kelvin Cochran's last day as U.S. Fire
Administrator. He returned to Atlanta on June 21 to
again serve as that city's fire chief. Cochran left his
prestigious national position after only 10 months.
"My initial expectation was to finish the month here
at the USFA, but given the activities and meetings
the administrator is assigned to on a real-time basis, the acting fire
administrator would be able to be involved when they are making decisions,"
Cochran said in an exclusive FIRE CHIEF interview. "So we thought it was
best to process out as quickly as possible and there are a couple items that I can
take care of in the next week."
Cochran said that when he came to the USFA last August, he was committed
to serve as long as the president was in office, whether one or two terms, and
had the support from DHS Secretary Janet Napolitano and FEMA Director
Craig Fugate. Cochran believes his 10 months have been fruitful and several
projects established, including completion of the USFA's eight strategic
initiatives.
The opportunity to return to Atlanta as fire chief was presented to Cochran
when he saw Atlanta's Mayor Kassim Reed at the Council of Mayors.
"I never thought about going back [to Atlanta] until the mayor suggested the
possibility," Cochran said. "The mayor's vision for public safety in Atlanta was
so attractive to an old fire chief. [I'm excited] to be going back and being part
of it. Plus, it was the right thing to do for my family."
Of course, rumors have been spreading that bureaucratic frustration prompted
Cochran's sudden departure from the USFA. "Absolutely no," Cochran said,
saying that while several individuals cautioned him about the bureaucratic
process, he had not gotten to that point in 10 short months.
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"The support I had from Secretary Napolitano, FEMA, the USFA and the
energy that kept building one stakeholder to the next … I never became
frustrated," Cochran said. "The things that the administration is working on are
long-term. It's my responsibility to empower the deputy director and the staff
to continue. We established that synergy to be carried on."
Cochran was instrumental in the USFA and NFFF in developing a model
Vulnerability Assessment project that would give fire departments a selfassessment tool to evaluate its risk profile and suggest risk reduction steps.
Cochran said he spoke with the NFFF, and the USFA is committed to be
actively involved in the project. He added that he expected to be able to
continue to be involved as a metro chief in supporting the assessment project.
And going back to the local level does not mean the national fire service has
seen the last of Cochran.
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
24
Cochran (Cont.)
Back to Table of Contents
"I'm not going away and become inactive serving at the local level. In some
cases, [being the Atlanta fire chief] will let me become more involved, and I'm
going to maintain my relationships with the IAFC and the metropolitan chiefs
and others to help achieve the vision of the USFA."
Cochran has seen many job changes in the last three years: he left his post in
Shreveport for Atlanta, simultaneously leaving his position as the IAFC's first
vice president. And less than two years later, he left Atlanta for Washington,
D.C. The last didn't necessarily sit well at home.
"In the city of Atlanta, there is a perception that I abandoned the department
for higher ground or greener pastures. In fact, the Atlanta mayor under whom I
served had two years and a new election was taking place in six months, at
which time I was going to be unemployed under the new mayor. So the [USFA
fire administrator] opportunity came along when I was concerned about job
security," Cochran said. "I think the truth will overcome that I was still trying
to get a job commitment. I think that will be overcome with time and with an
example of what took place.
Cochran knows that many of his supporters are disappointed that he is leaving
the USFA, but emphasizes that the path he was on as fire administrator will
continue to be followed.
"My colleagues are disappointed because of achievement of our strategic plans,
how we built the relationships with our stakeholders and really put a face on
the USFA on a federal level, but this has not been about 'Kelvin Cochran,'" he
said. "The USFA will be in place years and the strategic plan will be the
responsibility of the next fire administrator. The hard work of the men and
women of the USFA put into that strategic plan will be that that plan does not
change with the succession and it will have a life after. … [Acting
Administrator] Glenn Gaines is wholeheartedly committed to the USFA's
strategic plan."
The IAFC is coming up with a list of candidates for the fire administrator
position.
Back to Table of Contents
Fire Chief. Reprinted by permission of Penton Media, Inc. Copyright 2007. All rights reserved.
Chief Cochran will discuss Succession Planning during the Navy-Marine Corps Combined Session
at the DoD Fire Training Conference in Chicago on 26 August.
Office Humor
Business Answering Machine
In a small business office they have an answering machine that instructs callers
to leave their name and address, and to spell any difficult words.
Early one Monday the secretary was reviewing the weekend messages and she
heard an enthusiastic young woman recite her name and address and then
confidently offer:
"My difficult word is reconciliation. R-E-C-O-N-C-I-L-I-A-T-I-O-N."
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
25
ESAMS Corner
ESAMS Corner
By Clarence Settle, ESAMS Fire Technical Support
Back to Table of Contents
June 2010 Statistics
Operations
Total Incidents – 5,782
 Fires - 63
 Rescue & EMS – 1,687
 Hazardous – 1,931
 Service Call - 653
 Good Intent – 224
 False Alarm – 1,198
Fires
False Alarms
Rescue
Good Intent
Service
Hazardous
Prevention
Public Education
Fire Inspection Completed – 3,051
Hot Works Permits Issues – 3,572
Building Evacuation Drills – 485
Evacuation Drills
Public Education – 2,278
Inspections
Hot Works
Training
Fire Training Report Card:
Percent Compliance
DoD Certification
Proficiency, Skills, and Practice
Safety Training
Emergency Management
Emergency Mgmt
86%
Safety
86%
93 %
87%
86 %
86 %
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87%
Proficiency
93%
DoD Certification
82%
84%
86%
88%
90%
92%
94%
F&ES On Duty Mishaps Report
Mishaps Reported - 19
Total Lost Work Days – 476
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010
26
Navy F&ES
POCs
Navy Fire & Emergency Services (N30)
Commander, Navy Installations Command
716 Sicard Street, SE, Suite 1000
Washington Navy Yard, DC 20374-5140
Back to Table of Contents
https://cnicgateway.cnic.navy.mil/HQ/N3/N30/default.aspx
DSN 288
Carl Glover, 202-433-4775, [email protected]
Ricky Brockman, 202-433-4781, [email protected]
Gene Rausch, 202-433-4753, [email protected]
Tim Pitman, 202-433-4782, [email protected]
Kevin King, 202-433-7742, [email protected]
John Smithgall, 202-685-0882, [email protected]
ABHCS Brian McRae, 202-685-0651, [email protected]
Eric Chaney, 202-433-3291, [email protected]
Lewis Moore, 202-433-7743, [email protected]
Chris Handley, 202-433-7744, [email protected]
Matt Garbow, 202-685-0712, [email protected]
What’s Happening is now e-mailed to 867 monthly subscribers.
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Job Links
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be added to the What’s Happening distribution list.
Job Links
Interested in becoming a DoD firefighter? Follow these links;
OPM:
Army:
Navy:
Marines:
Air Force:
http://www.usajobs.opm.gov
http://www.cpol.army.mil
http:www.donhr.navy.mil
http://www.usmc.mil/
https://ww2.afpc.randolph.af.mil/resweb/
We will not publish an August 2010 edition of What’s Happening as we prepare to co-host the DoD Fire Training
Conference with the U.S. Marine Corps next month in Chicago. We will return to your in box with our September 2010
issue. Hope to see many of you in Chicago! Stay safe,
Rick
What’s Happening
Navy Fire & Emergency Services Newsletter
July 2010